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GD 2018/0045
COMBINED ACTION PLAN FOR CHILDREN AND YOUNG PEOPLE
2
To the Hon S C Rodan MLC, President of Tynwald, and the Hon Council and Keys in Tynwald assembled
Foreword
The document is laid before Tynwald for information (July 2018), to fulfil a commitment made in October 2017 to do so, it will return again in July 2019,
when all actions are anticipated to have been completed.
As Chair of Social Policy and Children’s Committee (SPCC) I have received this Action Plan each meeting, updated monthly, since December 2017. The
Committee will continue to review progress against actions until completion.
It comprises three plans, combined as one document at the request of the Committee to address the recommendations from the following reports:
Report of an inspection of services for Children and Young People in the Isle of Man by the Care Inspectorate- Government response to the comments in the
Care Inspectorate progress Review of June 2016
Action Plan to comply with recommendations of the Report of an investigation, on behalf of Tynwald, into allegations relating to the management of case files
and relationships with service users in the DHSC, Children and Families Services
Social Affairs Policy Review Committee Report for the session 2015-16 (May 2016) Children and Families Services
Chris Thomas
Minister for Policy and Reform
3
REPORT OF AN INSPECTION OF SERVICES FOR CHILDREN AND YOUNG PEOPLE IN THE ISLE OF MAN BY THE CARE INSPECTORATE
GOVERNMENT RESPONSE TO THE COMMENTS IN THE CARE INSPECTORATE PROGRESS REVIEW OF JUNE 2016
Theme 1: Improvement in the provision of effective early intervention and support for children, young people and their families
Progress Review Comment Current position Further action Lead By when Owner
a An action plan for the Early
Help and Support strategy should be developed.
Early Help and Support strategy to be
approved by the Children’s Services Partnership (CSP).
Functions of CSP transferred to Lead Officers Group (LOG) of SPCC.
Early Help and Support strategy approved
by SPCC.
LOG to identity a lead officer to develop and implement the action plan for Early
Help and Support.
LOG
COMPLETED
Jul 2018
Chair LOG
b Strategic and funding changes
are required to refocus
existing health and social care service priorities towards early
intervention.
A ‘children with additional needs’ (CWAN)
service funded by the DHSC will continue as
a DESC funded priority for the next three years (2017-2020).
The Children and Family Services Division
(C&F) of the DHSC introduced a new model
of working in 2016, Needs Assessment Robust Risk Analysis Timely Effective
Support (NARRATES), which is now fully established.
Funding for early help and prevention as
part of bigger strategy to be considered
from a potential new joint commissioning budget being considered by Chief Officers
and Treasury.
It is anticipated that the Safeguarding
Board when made statutory will become the appropriate forum to agree the new
joint commissioning agreements needed
See action c theme 3 (page 6)
LOG
TBD when
Safeguarding Act 2018 and
subsidiary
regulations etc. come
into operation
c Health and Social Care staff should have greater
recognition of need of families at an early stage in problem
development.
The professional networks have an agreed continuum of need and thresholds
operating.
The Neglect Toolkit was launched at the
Safeguarding Forum on 21 September 2017.
Thresholds across multi-agency partnership established in 2016. A revised multiagency
escalation process has been agreed.
Provide specific training on the recognition of need at an early stage for all staff
working in agencies with a safeguarding of children remit.
Training commissioned, one course completed, subsequent training courses to
be rolled out. Added to the safeguarding brochure from Sept 2018
Safeguarding
Children Board (SCB)
COMPLETED
COMPLETED
d An assessment should be made of the impact of each of
Examples of current programmes include: Families and Schools Together (FAST)
LOG will request evaluations of all initiatives
Ongoing
4
the early intervention
approaches that have developed across children’s
services.
programme
Promoting Alternative Thinking
Strategies (PATHS) Circle of Friends
Video Interaction Guidance (VIG)
Health Exercise Nutrition for the Really
Young (HENRY)
CWAN.
May update: CWAN now fully embedded
June Update from SPCC:
LOG to conduct a spot check “situational
review” of programmes, reverting to SPCC by Jan 2019
LOG
Jan 2019
Chair LOG
e An information sharing
protocol should be created to clarify how and what
information professionals are able and expected to share.
Information sharing will be an aspect of new
legislation in respect of the SCB to be introduced in the 2018/19 legislative
programme.
New guidance on information sharing by the SCB is now in place. Training on information
sharing concerning safeguarding has been provided for staff.
Effectiveness of training on information
sharing in safeguarding situations will be tested by a second compliance audit (due
February 2018).
Advice and guidance will be given to Members of Tynwald on the importance of
information sharing, as their support for front line safeguarding staff is vital.
SPCC
TBD when
Safeguarding Act 2018 and
subsidiary regulations
etc. come
into operation
COMPLETED
Theme2: Improvements in the immediate response to children who may be at risk of abuse or neglect and the key processes which support this
Progress Review Comment Current position Further action Lead By when Owner
a Staff turnover in C&F and use
of agency staff needs to
reduce to improve the quality of information sharing.
Substantive recruitment of C&F social
workers remains a challenge but the Isle of
Man is not unique in experiencing this challenge.
Ten colleagues have completed additional
post-qualification training with Queens University Belfast.
Work permit requirements have been lifted for social workers.
Approaches to recruitment and retention
for hard to recruit professionals are under
constant review across the government.
‘Grow your own social worker’ development programme with Robert Gordon University
Scotland to continue (seven colleagues involved at present).
DHSC
COMPLETED
COMPLETED
5
C&F is trialling the implementation of 12-
month minimal contracts for non-permanent (agency) staff to reduce
turnover of colleagues, and improve
continuity and consistency.
A new process of induction introduced by C&F in July 2017 seeks greater consistency
in information sharing for all colleagues.
New safeguarding responsibilities /roles had
been introduced Mental Health Services and Noble’s Hospital which have had a positive
effect.
COMPLETED
COMPLETED
b The quality initial responses to safeguarding and wellbeing
issues and to children at risk to themselves or others must
improve.
In 2016, Dynamic Risk Analysis (DRA) was introduced through multi-agency training
providing a consistent methodology. NARRATES has also simplified planning
documentation and incorporates ‘SMART’ objectives focused on outcomes.
Attempts to improve responsiveness to children with emotional health and
wellbeing needs have been made through extending the remit of Children and
Adolescent Mental Health Services to the
age of 18 and making changes to the mental health out of hour’s system.
Cases are subject to audit processes and reported through the quality assurance sub-
group of the SCB
SCB Training &
Development sub-group
(TDG)
COMPLETED
c Assessment of children’s needs must be conducted where
required, and completed to a
high standard in all cases.
Co-ordinating the assessment of risk and need on a multi-agency basis is monitored
by C&F through case audit and monthly file
audits.
C&F Safeguarding and Quality Assurance unit (Independent Reviewing Officer – IRO
- service) management arrangements are
not currently set down in statute as in the UK
Continue monthly file audits of risk and needs assessments.
Establish the IRO service on a statutory basis by amending the Children and Young
Persons Act 2001. An amendment Bill is on the legislative programme for 2018/2019.
Policy framework will need to be agreed
through SPCC prior to drafting. May update
DHSC approval- arrangements for drafting instruction in hand
C&F Senior
Team
DHSC/SPCC
Ongoing
From April 2018
Director
C&F
Director C&F
DHSC
6
Legisl’n
Manager
d Chronologies of significant events must be conducted to a
high standard for every child requiring one.
Training and audit on chronologies of significant events has taken place.
Mandatory chronologies will be introduced
in October 2017.
Use of the NARRATES process requires a
review of chronologies for each case.
Mandatory chronologies will be monitored through case audit and monthly file audits.
C&F Senior
Team
COMPLETED
e Assessment of risk must be
conducted where required, and completed to a high common
standard in all cases across services working with
vulnerable families.
C&F monthly reviews of progress on the
maintenance of risk assessment indicated 100% of children needing a risk
management plan had one in place. The DRA is a consistent methodology used
across the professional network Management plans are now outcome-
focussed through following the NARRATES
system.
Mandatory monthly audit of risk
management plans of a high common standard conducted.
Signs of Safety approach are being
evaluated.
C&F Senior Team
COMPLETED
COMPLETED
f Multi-agency communication
and partnership working with
vulnerable families must improve.
Joint training and protocols between some
services demonstrate improved partnership
working.
The digital strategy for safeguarding is currently under development.
This will be monitored alongside
introduction of new information sharing
guidance. Implications of GDPR workshop arranged for July 2018
A relationship protocol will be developed
across agencies: which will include consultation with families, children & young
people. Draft to SCB in Sept.
June update New Chair has committed to
October timeframe for completion.
The Government Technology Service will
ensure that information systems communicate well between agencies.
SCB
LOG
End Oct 2018
ongoing
Chair
SCB
Chair
LOG
Theme 3:
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Stronger collaborative leadership to advance creativity and innovation within and across departments
Progress Review Comment Current position Further action Lead By when Owner
a Develop a comprehensive
multi-professional programme of ongoing training for services
working with vulnerable families, and political
members.
A Training Competency Framework will be
launched at the Safeguarding Forum on 21 September 2017.
The SCB produces an annual training brochure.
Safeguarding compliance audits identify some gaps in the provision of training.
Conduct a post-implementation audit of the
Training Competency Framework. May update: Training Competency
Framework only launched in February 2018 (not Sept 17) Therefore audit to occur six –
nine months later
Senior officers and politicians should
actively engage in relevant training; not only front line colleagues.
LOG to communicate this training event
requirement for Senior Officers and
Politicians to attend an event to be organised in Q4 2017/18. Delivered in
March 2018.
Chair of SCB to offer an opportunity to train
in March each year.
AIG/TDG
LOG
SCB
Apr 2018 Revised date
Dec 2018
COMPLETED
COMPLETED
March 2019
Chair SCB
Chair
SCB
b A Joint Strategic Needs Assessment [JSNA] and
resulting action plan should be undertaken for children with
disabilities in the IOM.
A JSNA for disabled children is not scheduled at present.
The CSP has drafted a scoping document
for children with a disability.
DHSC and DEC officers have recently commenced work on the establishment of
an integrated pathway for families and children with disabilities.
Determine a timeframe for a JSNA of children with disabilities to be undertaken
LOG/SPCC to consider themes/areas (as a
menu) or if overview assessments in three
categories to include CYP, working age adults and older people should be agreed
as the programme of activity up to & including March 2019
Develop and implement an integrated service for children with disabilities.
A draft proposal is with officers for comment and review. Appendix 1. Example
of an Integrated Pathway (Growing Up-
puberty and & moving to Secondary school) is provided for SPCC to illustrate.
SPCC
LOG/SPCC
COMPLETED
March 2019
Revised date July 2018
Chair
SPCC
Director C&F
Director Services
for
Children (DESC)
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May update: Produce scoping document for
LOG July 2018
c The requirement to undertake
joint working and commissioning should be fully
explored regarding multi-professional working with
vulnerable families.
Examples of joint working exist, but there is
no process for joint commissioning of services.
Joint commissioning is needed to create
shared accountability. The current
governmental budgetary system makes joint commissioning difficult if not
impossible.
Investment profiles are not published,
preventing understanding of the work undertaken by each department.
Develop a transparent multi-professional
funding model that allows joint working and joint commissioning to function effectively
in the Isle of Man. See action Theme 1 1b (page 2)
LOG
See Theme 1 1b for
alignment of
time frame
d Strategic planning processes
regarding work with vulnerable
families on the IOM need to operate to the highest
standards.
A proposed new structure for governance
and accountability of cross-government
children’s services is with the Chief Secretary.
Functions of CSP to transfer to LOG.
The legislative process has begun which will make Corporate Parenting a legal
requirement.
Children’s Champion first annual report due in 2017.
Current governance processes,
accountability, and mechanisms for
strategic planning regarding work with vulnerable families are being reviewed with
appropriate changes to be announced - via LOG
June update from SPCC : Tynwald Advisory Council on Disabilities had been disbanded
The role of LOG should be considered in
improving strategic partnership working and accountability.
June Update from SPCC: LOG to steer and
update this plan going forward
Seek SPCC approval for legislation and drafting to amend CYPA. May Update
DHSC drafting instruction in hand
A full consideration should be made of
LOG/SPCC
LOG
DHSC
July 2018
Sept 2018
Apr 2018 initiated
COMPLETED
Chair
LOG
Chair
LOG
Director C&F
DHSC
Legisl’n Manager
9
setting benchmarks for safeguarding
against UK standards.
e Future strategies for work with
vulnerable families need to be purposefully interlinked,
developed jointly across IOMG and third Sector services, and
linked directly to SMART action
plans in a timely fashion.
At its September 2017 meeting CSP agreed
a revised operational framework and the Early Help and Support strategy. These will
now be presented to LOG for approval.
The effectiveness of strategies for working
with vulnerable families should be evaluated against measurable standards,
with duplication removed and developed further where gaps are found to exist.
See action in theme 1a ( page 2)
LOG
See Theme 1 1a for
alignment of time frame
Chair LOG
f Services should become more focussed on meeting the
specific needs of families
experiencing issues relating to poverty on the IOM.
At present there is no national definition of poverty, housing or homelessness strategy;
and a reliance on charities to support those
in financial need.
Establish policy and legislative arrangements for key areas relevant to
future service development for
housing/homelessness and Poverty.
Develop a co-ordinated strategy between government and third sector agencies for
integrated partnership working in the area
of vulnerable families experiencing child poverty, housing issues and homelessness.
A Cold, Hunger and Homelessness Group
has been set up and lead identified
SPCC
Ongoing
2018
Director
Social
Security
Action plan to comply with the recommendations of the “Report of an investigation, on behalf of Tynwald, into allegations relating to the
management of case files and relationships with service users in the Department of Health and Social Care, Children and Family Services”
Theme 1: Action to Develop Practice
Recommendation Current position Further action Lead By when Owner
a Action needs to be undertaken
to secure consistency of
practice and quality of safeguarding work to ensure
that all parents and families receive a good standard of
service
Since April 2016 (when Tynwald approved
the motion to conduct the investigation),
C&F has: established service standards;
replaced assessment processes and paperwork with a simpler model of working
-NARRATES;
Commission training that will become an
intrinsic part of a progression and
development framework for social care staff. May Update: Scoping commissioned
internally for completion in July
C&F Senior
Team
Revised date
end of July
Director
C&F
10
introduced a consistent risk assessment
model for safeguarding; established thresholds across the multi-
agency partnership;
introduced a new supervision policy which will be audited annually; and,
Introduced a regular case file audit process.
Link practice competencies with PDR to
make the process meaningful and measureable over the course of the year for
staff. With LeaD timeframe currently
unspecified June update from SPCC: LeaD Manager for 3Cs be invited to LOG to
update on the 3 conversations
Incorporate learning from parental feedback, complaints and reviews into and
annual cycle of staff development seminars.
May update: By end of June Annual Report will be complete. This will include a report
on parental feedback. Learning from which will be fed into Development Days
throughout 2018/19
Cabinet Office July/Aug
2018
From July 2018
Manager
LEaD
Director C&F
b The performance
management arrangements
for individuals need to be
strengthened better to identify
and celebrate good practice
and to address practice that
does not meet expected
standards – and action needs
to be taken to address those
that do not meet expected
standards
Since April 2016, capability procedures
have been used more frequently and are now more robust. Embracing capability as
a supportive practice and a promoter of
professional standards is being encouraged.
Summaries of learning from poor practice
are being shared across C&F and staff
twice-yearly development days deal with emerging practice themes: both good and
poor.
Establish a management development
programme focused on addressing performance and competency issues.
Establish a mechanism for sharing good
and effective practice across C&F.
Case file audits will include seeking
feedback directly from family members on worker performance and experience of the
service.
C&F Senior
Team
COMPLETED
COMPLETED
c Frameworks need to be
developed to support those
working in safeguarding to
address the key learning from
this investigation including:
creating a culture of
professional challenge across
the partnership and within
services; developing forensic
Since April 2016, DRA has been introduced
through multi-agency training and will be part of the SCB training schedule each
year.
NARRATES simplifies planning documents
which now have SMART objectives and are focused on outcomes.
A revised framework for multi-agency
Enhanced investigation skills reflective thinking on fixed views and working with
adolescents will be incorporated into the
specification for commissioned C&F training.
May update: Internal scoping for the
commission now up to the end of July.
C&F Senior
Team
Revised to
end of July
2018
Dec 2018
Director
C&F
Chair SCB
11
investigation skills; develop
systems that reduce the
possibility of staff holding a
fixed view of a case; securing
consistent application of the
Dynamic Risk Assessment
tool; SMART planning;
working with adolescence
escalation and reflection has been drafted
and will be presented to SCB in the autumn for approval.
June update: Passage through SCB agreed
with new Chair of SCB
SCB
Theme 2: Partnership with Parents and Advocacy
Recommendation Current position Further action Lead By when Owner
a Agencies working with
children and young people
should work with parents to
develop a protocol that
explicitly establishes a
framework within which
relationships between staff
and parents will operate –
setting out expectations of
staff and parents in these
relationships and establishing
some quality standards to
underpin the approach; the
protocol would reflect the
values base referred to below.
C&F has established service standards and has adopted SCB values in its work.
C&F is also working on a full suite of
information leaflets for families.
DESC - has Parent Partnership
arrangements on a range of areas within schools. Specific to Safeguarding, an
information leaflet for Parents ( Primary & Secondary), has been produced outlining
school and parental responsibilities in
‘Keeping Children Safe’
Health Safeguarding team undertook an evaluation of Values (via the Quality
Assurance Sub –group) in April 2017. The
values areas that particularly evidence positive relationship with Parents are
RESPECT, CARING, LISTENING and FAIRNESS.
Draft a “relationship protocol” across agencies and departments; consult with
families, children and young people. May update: new Chair of SCB e-mailed to
determine what timeframe she needs for the protocol to be developed.
June update: Chair of SCB holding meetings
in late June to agree date
Ensure schools promote information on
‘Keeping Children Safe’ to Parents and
children/young people and everyone understands the actions that must be taken
if concerns are raised by children/young people.
SCB
Revised end
Oct 2018
Chair
SCB
b The protocol referred to in a)
above should include
reference to the ways in
which:
C&F has a clear policy and procedure in
respect of kinship arrangements for children and the use of these
arrangements is increasing.
The role of fathers will be incorporated into
the specification for commissioned C&F training.
C&F Senior
Team
COMPLETED
12
The role of fathers will be
recognised, valued and
enabled where this is a protective factor for the
child(ren);
Values the place of kinship in family life
Education- will share appropriate
information about a child with fathers if they have Parental Responsibility. Mothers,
fathers and extended family are included
as contacts for the child as agreed by the main carer.
Schools will continue to share information
as permitted
c Consideration should be given
to commissioning an
independent parent
partnership, advocacy and
support service appropriately
experienced and skilled at
operating within the
safeguarding system that
would be available to support
parents across the
safeguarding continuum – and
most importantly in the child
protection and care processes.
C&F has established guidance on what
constitutes a “supporter” and parents with additional needs have access to an
accredited advocate during formal
processes and legal proceedings.
C&F has been exploring the accreditation requirements of advocacy and support
services through the Family Rights Group
in the UK.
There is currently no commissioned advocacy and support service for parents
without additional needs.
Review existing advocacy projects, and
future needs.
Complete a benefits appraisal of preferred
model of delivery.
Establish service specification.
Undertake commissioning and tendering
exercise.
DHSC
Sep 2018
Director C&F
Theme 3: Complaints
Recommendation Current position Further action Lead By when Owner
a The current complaints
procedures should be
reviewed and strengthened
C&F has strengthened the monitoring of
complaints at levels 1 and 2, and developed a feedback and learning
template to assist service improvement.
Complaints need to be better managed and
due process consistently applied when Members of Tynwald or advocates are
supporting complainants
Complaints procedures will be reviewed and
updated, following the coming into operation of the National Health and Care
Service Act (anticipated in October 2018)
DHSC Strategy
and Policy
Oct 2018
CEO
DHSC
b Consideration should be given
to creating an independent
complaints function for those
C&F understood that the Independent
Review Body established in the Social
Services Act 2011 provided an independent complaints function, but has found that it
does not. Level 3 complaints are currently
Complaints procedures will be reviewed and
updated (see above)
DHSC Strategy
and Policy
Oct 2018 CEO
DHSC
13
complaints that reach level 3. supported through the appointment of
individual independent investigators.
c Consideration should be given
to the creation of an
ombudsman style function to
oversee the complaints.
Tynwald has appointed a Tynwald Commissioner for Administration.
Determine the remit of the Tynwald Commissioner for Administration in respect
of health and care service complaints. June update from SPCC: TCA would make a
first report to July Tynwald SPCC noted PfG target to review complaints
system
Cabinet Office/
DHSC
Jul 2018
Chief
Secret’y CEO
DHSC
Theme 4: Leadership and Management Strategy
a Politicians and chief officers
need to show more visible
leadership of the safeguarding
system, be clear about
collective quality standards
expected, support their
services to achieve these
standards both individually and
in partnership and build public
confidence in the system.
Safeguarding Act 2018 secures statutory
status for the SCB and will also require that the SCB annual report is laid before
Tynwald. This will provide transparency of
assurance processes.
Relevant chief officers are members of SCB and contribute to the assurance process.
Establish a communications strategy to
celebrate good practice and service initiatives.
Train Tynwald Members in safeguarding principles – LOG to communicate with
Politicians See action Theme 3 3a (page 5)
Training delivered by Chair of Safeguarding
Board and Director of Children & Families in March 2018.
Chair of SCB to offer an opportunity to train
in March each year
Cabinet
Office/SCB
LOG
SCB
COMPLETED
COMPLETED
March 2019
Chair
SCB
Chair
SCB
b Be decisive and timely in
identifying improvement
priorities and enabling
implementation.
The Care Inspectorate 2016 Progress Review of services for children and young
people in the Isle of Man will be laid before Tynwald during the 2017/18 parliamentary
session. A multi-agency action plan
following it has already commenced: co-ordinated by the Executive Director, Health
& Care of the DHSC.
Lay Care Inspectorate 2016 Progress Review before Tynwald.
Agree reporting mechanism for action plan
objectives: and link them to this action plan
where appropriate.
SPCC agreed action plan to become standing agenda item for meetings until
further notice.
SPCC
COMPLETED
COMPLETED
Ongoing
review
c Be rigorous in securing
consistent front-line
effectiveness through robust
performance management –
The SCB quality assurance programme is robust, and the first compliance audit in
respect of safeguarding has been completed and received by the Board.
Statutory status for the SCB enhance the standing of its work: including performance
management and quality assurance. May update: Statutory Status Royal ascent
SCB
COMPLETED
14
celebrating success and
addressing performance that
does not meet expected
compliance with standards
achieved. Guidance documents completed
by the outgoing Chair
The SCB will then have the authority to
take action when a compliance audit identifies weaknesses or failures in the
work of key agencies and departments.
Procedure for missing children in care Feedback on how the procedure is working
in practice. May update: Full audit has been
undertaken. Report will be available in July 2018
DHA/ DHSC
Revised date
for evidence
of Audit July 2018
Director Social
Policy
Director C&F
Theme 5: Training and Staff Performance Management
a A comprehensive work force
development plan needs to be
to be put in place to address
the key learning arising from
this investigation.
Through partnerships with Robert Gordon
University, Aberdeen and Queen’s University Belfast the service is training
new social workers and enhancing the
qualifications of experienced ones. These arrangements have been operating for two
and three years, respectively.
See action in theme 1a C&F Senior
Team
COMPLETED
b Staff performance
management arrangements
need to be strengthened to
ensure that good practice is
promoted, recognised and
celebrated and that practice
that does not comply with
expected standards is
addressed in a robust and
timely manner
C&F has been steadily addressing these matters. It has this year agreed that
practice standards specific to the division’s work should be reflected in PDR
competencies.
See action in theme 1b C&F Senior Team
COMPLETED
Theme 6: The structural position of the QA unit within line management of the operational services.
15
a Consideration should be given
to off-line management of the
Quality Assurance Unit (IRO
service) to enable the function
to operate with a degree more
independence of the
operational service to
strengthen their capacity to
challenge practice across the
partnership of services
delivering safeguarding
functions.
The C&F Safeguarding and Quality
Assurance Unit management arrangements match those in the UK; where no service
operates off-line. Recent researchi suggests that effectiveness is determined by the competence of the officer/s and
statutory independence from case
management, rather than separation from a C&F service.
The IRO service does not have statutory
authority, and the competency of the post
holders has only recently been reviewed. New arrangements have been put in place.
Update IRO procedures.
Establish clear performance measures for
the IRO service.
A Children and Young Persons
(Amendment) Bill is on the legislative programme for 18/19; this will make
statutory provision for and IRO, corporate parenting and after care. Policy proposals
for the Bill are in progress via C&F.
An Adoption (Amendment) Bill is on the
legislative programme for 18/19: this will make statutory provision as to the length of
time care proceedings take. The next step
is for drafting instructions to be prepared and submitted to AGCs.
C&F SMT
DHSC
Strategy and
Policy
Apr 2019 Director
C&F
CEO
DHSC
Theme 7: Regular Review of Services by an Independent body and action to secure improvement
Recommendation Current position Further action Lead By when Owner
a Government should consider
commissioning regular
inspection of children’s
services to support continuous
review and improvement.
Tynwald has agreed that an independent
body should be enabled to inspect services and departments which “work together” to
safeguard children.
SPCC to determine how best to define and
commission such inspections and the framework within which they should be
conducted. June update: SPCC directed LOG to give an
operational view
Commission inspections of children’s
services.
SPCC/LOG Apr 2019
Sept 2018
Chair
LOG
b Government should ensure
there is more robust and
timely collective response to
the findings of inspections
across the partnership of
SPCC to monitor the findings of inspections
and compliance with their recommendations.
June update: SPCC noted this was being
undertaken through their monitoring of
the combined action plan
SPCC/LOG Completed
by April 2019
Ongoing
monthly
Chair
SPCC
16
services.
Social Affairs Policy Review Committee Third Report for the Session 2015-16 (May 2016)
Children & Families Social Services
Recommendation As reported to SAPRC (Dec 2016) Further action Lead By when Owner
1 That the DHSC should produce
a training policy to ensure that
the statutory aim of keeping families together is reflected in
the policy and working practices of the Department
This is written into all policies and
procedures reviewed in 2016/17 and
awaiting update on the website that hosts them
DHSC
COMPLETED
2 That the DHSC should make every effort to ensure that
social workers are competent
and are seen as competent; that they communicate
positively, not negatively; that they come with Practical or
emotional help at the outset;
and that they do not give the impression that any with-
holding of consent will be held against a family
The DHSC has robust arrangements now for managing personal information
overseen by Departmental information
governance officers and agreed with the ICO.
DHSC
COMPLETED
3
That the DHSC should undertake public education
with the aim of ensuring that the way that social services
and related agencies actually
behave on the doorstep is adequately communicated so
that people can talk about any concerns they might have and
C&F has commissioned a suite of leaflets for the public
Jan 2018 DHSC - leaflets drafted, awaiting sign-off by Cabinet Office Communications
Team
June update : CEO DHSC inn discussion with Head of Corporate Communications
DHSC/CO
COMPLETED
July 2018
CEO DHSC
17
feel confident that they are
going to receive help
4 That legislation to place the
Safeguarding Children Board on a statutory footing should
be introduced into the House of Keys before the end of
2016/17 session.
Legislation securing statutory status for the
SCB will be in place when the Safeguarding Act 2018 and subsidiary regulations etc.
come into operation
Tynwald July 2018 Minister
Policy & Reform
5 That OFSTED should be
enabled as a statutory body
for the inspection of Children and Families Social Services
CEO Inquiries with external regulators is
underway – nothing yet confirmed (we do
know that OFSTED are not interested)
This recommendation in relation to OFSTED
has been exhausted and will not progress,
however the recommendation for inspection is being addressed
See theme 7a in respect of all services p.13 above
6 That the DHSC should be required to produce a
statutory annual Children in Need census to include the
same standard statistical data
required by the Department for Education in Whitehall and
to include any other data as specified by Tynwald
We report quarterly against the CIN categories to the SCB and this requirement
will be fed into the annual report of the SCB.
COMPLETED
7 That the Children & Families Division should encourage and
welcome complaints from families and should deal with
them positively so that lessons
can be learned and any grievances can as far as
possible be resolved.
Processes have been strengthened to enable learning from complaints. An
annual analysis is to be produced from 2017. We have over the past year invited
complainants to speak to staff about their
experience and complaint
COMPLETED
8 That Tynwald Commissioner
for Administration should be appointed and that a statutory
Safeguarding Children Board be listed authority under the
Tynwald has appointed a Tynwald
Commissioner for Administration.
Statutory Safeguarding Children’s Board to
be listed authority
SPCC Jul 2018 Chair
SPCC
18
Tynwald Commissioner for
Administration Act 2011
9 That core national policies in
respect of children should not be introduced, amended or
abandoned without the express approval of Tynwald
All policies will go to SPCC. SCB/SPCC Ongoing Chair
SCB